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Distributed Knowledge Management
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Author(s): Roberta Cuel (University of Verona, Italy), Paolo Bouquet (University of Verona, Italy)and Matteo Bonifacio (University of Verona, Italy)
Copyright: 2011
Pages: 11
Source title:
Encyclopedia of Knowledge Management, Second Edition
Source Author(s)/Editor(s): David Schwartz (Bar-Ilan University, Israel)and Dov Te'eni (Tel-Aviv University , Israel)
DOI: 10.4018/978-1-59904-931-1.ch019
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Abstract
In dynamic markets (characterized by the specialization of work, outsourcing processes, just-in-time and distributed productions, etc.), firms have moved from hierarchical structures to networked models. These are based on both intraorganizational networks among strategic units, divisions, groups, and so on; and interorganizational networks, such as industrial districts and knowledge networks (Hamel & Prahalad, 1990). Production is based on the coordination of a constellation of units, some of which are part of the organization (administration, R&D [research and development], etc.), and others refer to different companies (such as specialized outsourcing production, logistics, etc.). All these units might not totally be controlled by a unique subject, and might grow and differentiate their activities in an autonomous way, coexisting as in a biofunctional system (Maturana & Varela, 1980) and creating unexpected combinations of processes and products (Chandler, 1962).
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